이 연구결과를 바탕으로 실무적인 차원에서 연구결과의 활용을 위한 제언은 다 음과 같다.
첫째, 개인적 차원에서 조직 내부 및 외부 모두에서 경쟁력을 키우며 경력을 개 발하고 관리할 필요가 있다. 즉, 넓은 시야를 가지고 외부 시장의 흐름에 대응하 면서 현재 소속된 조직에서의 역할에 충실하여야 한다. 또한 근로자는 자신의 역 량 향상에 필요한 상사의 지원을 적극적으로 활용하여 자신의 성장과 조직의 성장 을 함께 도모할 필요가 있다.
둘째, 조직적 차원에서 관리자들은 조직 구성원들에게 더 많은 관심을 가지고 적극적으로 지원을 하여 구성원들의 성장하고 발전할 수 있도록 도와야 한다. 이 를 위해 조직에서는 관리자와 임원의 육성과 선발 및 배치의 과정에서 리더십을 중요한 요소로 고려해야 할 것이다. 더불어 조직 구성원들의 교육훈련에 대해 적 극적으로 투자하고, 자기효능감의 효용성을 활용한다면 기업의 교육훈련의 효과성 을 증대시키고 근로자들의 직무수행 향상에 도움이 될 것이다.
셋째, 사회적 차원에서 근로자들이 한 조직에서만 정체되지 않고, 노동시장 전 체에서 우수한 인력이 활용되어 국가 경쟁력 향상에 도움이 될 수 있도록 하여야 한다. 또한, 중소기업 근로자들의 경쟁력 향상을 위해 중소기업 지원 정책을 보완 하고 증대시킬 필요가 있다.
다음으로 이 연구를 토대도 후속 연구에 대한 제언은 다음과 같다.
첫째, 이 연구에서의 대기업 근로자의 직무수행의 수준과 다른 선행연구에서의 중소기업 근로자의 직무수행의 수준을 비교해 보았을 때 근소한 차이를 보임을 확 인하였다. 따라서 기업의 규모에 따른 근로자의 직무수행 차이를 실증적으로 구명 할 필요가 있다. 또한 대기업 내에서도 공기업과 사기업 등의 조직 특성에 따른 직무수행의 차이도 나타날 수 있으므로 기업의 특성을 세분화하여 변인 간의 관계
를 구명해 볼 필요가 있다.
둘째, 직무수행의 수준에 영향을 미치는 다른 변인들과의 관계를 다차원적인 관 점에서 살펴볼 필요가 있다. 이 연구에서는 개인의 심리적 요인인 자기효능감, 환 경적 요인인 상사지원, 개인의 역량을 반영하는 요인인 고용능력을 변인으로 채택 하였다. 그러나 그 밖에 직무수행의 수준에 영향을 미치는 다양한 매개변인과 조 절변인이 있을 것이므로 개인적 및 조직적 요소를 고려하여 통합적으로 밝힐 필요 가 있다.
셋째, 실제 이직 경험이 있는 근로자를 대상으로 연구를 수행할 필요가 있다.
이 연구에서의 외부 고용능력은 근로자가 현재 자신이 인식하는 수준으로서, 외부 고용능력이 높은 근로자가 실제 다른 조직으로 고용될 능력이 높은지는 반영하지 못하고 있다. 따라서 실제 이직 경험이 있는 근로자를 대상으로 하거나, 종단 연 구를 통해서 이직에 대한 요소를 고려하여 변인간의 관계를 구명할 필요가 있다.
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